Miles-McClellan Construction Project Manager Grey London Discusses How Construction Management at Risk Benefits Private Owners and First-Time Entrepreneurs
For private owners, first-time entrepreneurs and less savvy real estate developers, exploring those initial construction projects can be especially challenging. From balancing different teams, budgets and schedules, it is important to choose a project delivery method that streamlines the process and allows it to go smoothly.
In this interview with Miles-McClellan Construction’s project manager Grey London, learn what advice he has for working with less experienced property owners on construction projects, the benefits of construction management at risk (CMR) and his experience using CMR project delivery for 90,000 sq.ft. retail venue Southern Lion.
Let’s Hear Insight from Grey London:
Q: What was your favorite CMR project and why?
A: Southern Lion – Not only was the project cool and unique but so was our client. Sonja Nichols is the most charismatic and energetic owner I have ever personally worked with. She did not always understand the construction processes and schedules but she put faith in the team she hired to deliver the project she had envisioned and it turned into a one-of-a-kind project.
Q: What experience do you have working with entrepreneurs and/or first-time real estate investors, and why do you love working with them?
A: I enjoy working with first-time investors and entrepreneurs because you get to be part of bringing their dreams to life.
Q: What are the top three most important aspects of working with less experienced property owners on construction projects?
A: Get the general contractor team and design team together as early as possible. This is best achieved through CMR or design-build.
Spend extra time in the early design phases to understand as much of your client’s vision and goals as possible.
Sit with your owner and thoroughly explain the design/bid/permit.
Review construction/permit/inspection processes ahead of time to ensure they are not surprised by activities they may not be accustomed to. Take the time to review drawings and budgets with them so they clearly understand the scope of what is being contracted to ensure everyone is on the same page with the deliverable. During pre-construction there will be many discussions and changes but if that information does not get transferred onto the contract documents, then it is not included in the project.
Q: Why is CMR a good strategy for first-time or less experienced owners?
A: As I have said previously CMR/design-build is great for less experienced owners because it gets their design team and general contractor team collaborating early. This allows the experience of the project team to lead the process while implementing the client’s vision. This leads to more accurate budgets, schedules and drawings but also builds a unified team aspect between the general contractor and designers that sometimes is not present in a traditional design/bid/build delivery method.
Q: What do you bring to the table – why would a client want to work with you?
A: Our team prides itself on our intuitive “think forward” attitude. When we bring problems or issues up in the construction process, we also bring solutions. We don’t sit back and wait for someone else to figure it out, we actively engage with our project partners to achieve an effective and efficient solution. We focus on the client’s needs and by understanding their end goals we can make more informed decisions to benefit our client’s best interests.
Q: Do you have any specific advice for those in the construction industry managing costs and expectations for owners undertaking their first construction project?
A: Include the owner in your conversations, be open and honest about the project and changes. Build a reasonable contingency into the guaranteed maximum price (GMP)/lump sum to cover unexpected costs or changes that occur because they will occur.
Q: What is your project management philosophy?
A: We cannot always control or stop project problems/challenges from arising. What we can control is how quickly and effectively we respond to those changes to minimize the disruption.
